In MSP the Business Change Manager (BCM) is usually a business area manager (and should never be a contractor). They have been assigned the main benefits delivery role.
Both the OGC’s “Managing Successful Programmes” (MSP) approach and TOP are focused on ‘benefits’. However, the two approaches have different definitions of what a benefit is and different ways of ensuring they are delivered.
MSP does not aim to deliver value, only build the capability to deliver value. TOP ensures all projects and programs deliver value.
Prince2 delivers outputs or products — MSP delivers capabilities. Neither approach delivers clear, measurable ‘business outcomes’. MSP refers to ‘outcomes’ but these are, in TOP terms, benefit statements.
How TOP simplifies the standard risk approach to make it easier to use and more effective in its ratings.
TOP takes the same principles as Val-IT but extends them to be business driven and value focused.
TOP extends the scope of PMBOK to include benefits, value and strategy delivery.
TOPics
- Benefits Management (29)
- Business Case (24)
- Business Simplification (5)
- Capability Development (38)
- Capital Investment (24)
- Change Management (17)
- Consultants (1)
- Costs and Waste (16)
- Engineered Thinking/Ideas/Innovation (8)
- Fifteen Critical Insights (15)
- Idea / Project Initiation (3)
- Mental Models, Beliefs and Myths (18)
- Outcomes Thinking (10)
- Path Dependency (10)
- Prioritization (13)
- Process Management (11)
- Productivity Improvement (7)
- Program / Project delivery (40)
- Project Controls (52)
- Project Governance (90)
- Project Management (4)
- Project Success (46)
- Project Validation (2)
- Risk Management (5)
- Scope Management (5)
- Standards/Frameworks/Methods (14)
- Strategic Project Portfolio Management (16)
- Strategy Execution (40)
- The TOP Four Lenses (1)
- TOP compared to orthodox approaches (7)
- Value Delivery (83)
- Value Equation (60)